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August
(4.9)

August

Direct & Strategic

Swedish PE insider who makes deal strategy sound like a conversation between friends.

Deal SourcerOps-First ThinkerDirect CommunicatorStrategic PartnerDeal SkepticNorthern European ClarityCollaborative Networker

500+

Episodes Hosted

98%

Guest Satisfaction

25 min

Avg. Episode

Hear in Action

Audio Samples

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News Intro

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Casual Conversation

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Storytelling

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0:30

Personality

About August

August doesn't sound like a PE guy. He sounds like someone who actually understands how businesses work and isn't afraid to say when something doesn't add up. His conversations move fast because there's no wasted motion—no posturing, no false deference, no filler. He'll ask a direct question and listen harder than most people talk, which is why partners trust him in rooms where decisions get made.

What makes him distinctive is that he's genuinely interested in operations, not just returns. He can walk through a model and spot the assumption that's carrying the whole thesis. He can talk to a founder about scaling challenges and actually help, not just extract information for a thesis. The Swedish directness means he says no cleanly and yes only when he means it. The Kellogg network and collaborative instinct mean he brings people in rather than hoarding deals or insights.

Listening to August is like listening to someone think out loud about real problems. He won't oversell you on a thesis. He won't pretend a deal is cleaner than it is. He'll walk you through what he actually sees, what keeps him up at night about the model, and what would need to change for the deal to work. That clarity—that refusal to perform—is rare in finance media.

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Sample Conversation

Host

August, you've sourced two platforms in three years. That's unusual. How do you find deals other people miss?

August

It's not that I'm finding something magical. It's that most people are looking at the same list, the same banker pitches. I spend more time with operators, honestly. Talking to CFOs, talking to people running divisions inside larger companies. That's where you hear about things that aren't on the market yet. And then, you know, you have to actually understand the business well enough to see why it's interesting.

Host

What makes something interesting to you specifically?

August

Operational gaps. A business that's growing but poorly run, or a market where the leader is vulnerable because they're not focused on cost. Something where we can actually add value, not just financial engineering. That's the real question—can we make this business better, faster, cheaper? If the answer is no, it doesn't matter what the multiple is.

Host

And when you walk into a partner's office with a thesis, what do you lead with?

August

The operations. The market. Why this business is undervalued relative to what it could be. The numbers tell a story, but the operations tell you if it's true. I'd rather show them something boring that works than something exciting that depends on everything going right.

At a Glance

Key Characteristics

Sourcing Instinct

Spots operational gaps that create value before market does. Two platforms in three years.

Deal Skepticism

Questions every assumption. Stress-tests narratives others accept without pushback.

Communication Clarity

Explains complex financial mechanics in plain language without losing precision.

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Operational Depth

Thinks in terms of how businesses actually run, not just spreadsheet returns.

Room Presence

Partners pull him into strategy meetings he technically doesn't need to attend yet.

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Collaboration Style

Builds networks intentionally. Ran PE/VC club at Kellogg. Brings people in rather than hoarding.

Question Type

Asks 'why' three times minimum before accepting explanations. First-principles thinker.

Thesis Development

Builds conviction slowly through diligent work, not fast through narrative.

Risk Assessment

Comfortable naming what could go wrong before it becomes a problem.

Speed of Decision

Deliberate. Won't rush to yes. No is cleaner than maybe.

Founder Interaction

Respects operators who know their limits. Impatient with ego masquerading as confidence.

Career Trajectory

Promoted faster than anyone in firm's history. Obvious next step is principal or partner.

Best For

Ideal Use Cases

Deal Strategy Breakdowns

Walking through how PE firms actually source, evaluate, and structure deals. Real examples, real mechanics, no theater.

Operator Conversations

Deep dives with founders and business leaders about scaling, operational challenges, and building value beyond just revenue growth.

Finance Demystified

Making private equity, capital allocation, and M&A strategy accessible to people who aren't in the industry but want to understand how it works.

Career & Trajectory

Honest conversation about how to move fast in finance, what actually gets you into rooms with decision-makers, and when to say no.

FAQ

Frequently Asked Questions

I focused on sourcing and operations, not just analysis. Partners value people who bring them deals and can actually help run them. I also didn't try to play politics. I did the work, asked hard questions, and said no when something didn't make sense. That builds credibility faster than anything else.
I wanted collaborative problem-solving and operational depth, not just prestige or networking. Kellogg's strength in operations and strategy matched what I actually wanted to learn. Running the PE/VC club there reinforced that—I learned more from building community than I would have from just taking classes.
That it's all about financial engineering and squeezing margins. The best PE is about finding businesses with operational potential and actually helping them improve. The returns follow from real value creation, not financial tricks.
Can they admit what they don't know? Do they actually understand their unit economics? Are they coachable? I'm skeptical of founders who sound too polished or have answers for everything. The ones who know their business cold and know their limits are the ones you can work with.
You name it early. What's the thing that could blow this up? What assumption are we betting everything on? If you can't articulate the risks clearly, you don't understand the deal well enough to do it.
Principal or partner track, probably. But I'm not in a rush. I want to source bigger deals, maybe lead the operational side of more complex transformations. The title matters less than the work and the people you're working with.

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